Rating: 
Summary: Explains Why.....
Review: .....that one "total jerk" at every organization never gets fired. It also does a very good gob describing success based failures and how one person can make a change.Some of it was a little unrealistic. That is, advice that we should be willing to do what it takes, even if it means losing are job. Something easy to advise when sitting in a tenured faculty position. Also, it appears that the author went kindergarten to PhD and although has done much consulting, has never worked in the real world. Overall - worth reading.
Rating: 
Summary: Tick...Tock...Tick...Tock
Review: By chance rather than by choice, I read this book before reading others previously or subsequently written by Quinn. Deep Change provides an appropriate introduction to any one of them. I value his books so highly because they make substantial contributions to our understanding of HOW to achieve and then sustain meaningful change, both in our personal lives and in our organizations. According to Quinn, "Incremental change is usually the result of a rational analysis and planning process. There is a desired goal with a specific set of steps for reaching it. Incremental change is usually limited in scope and often reversible. If the change does not work out, we can always return to the bold way. Incremental change usually does not disrupt our past patterns -- it is an extension of the past. Most important, during incremental change, we feel we are in control." Does all this sound familiar? Has Quinn described accurately how change occurs within your organization? Now consider a second brief excerpt: "This book explores a much more difficult change process, the process of deep change. Deep change differs from incremental change in that it requires new ways of thinking and behaving. It is change that is major in scope, discontinuous with the past and generally irreversible. The deep change effort distorts existing patterns of action and involves taking risks. Deep change means surrendering control." Decades ago, David Riesman made the helpful distinction between "inner-directed" and "other-directed" people. The same can also be said of organizations (communities of people) when determining the nature, extent, and location of control. Quinn believes that "one person can change the larger system or organization in which he or she exists." If I understand Quinn correctly, his central assertion is this: If and only if enough individuals achieve deep change individually can their shared organization then achieve deep change. This is a very dangerous concept. Unlike incremental change, deep change poses a very serious threat to the status quo of an organization and, especially, to those who (you can be certain) will steadfastly defend it. There will also be perils for those who seek to achieve deep change in their individual lives. Cherished assumptions, premises, values, and beliefs will all be called into question and many of them will be found inadequate, if not false. As Quinn describes it, those undergoing deep change will feel as if they are "walking naked into the land of uncertainty." He acknowledges "This is usually a terrifying choice, often involving a ' dark night of the soul.'" In Riesman's view, that person becomes inner-directed. For Quinn, that person is "internally driven...more capable of leading under conditions of continuous change...more organic." What is the alternative? Quinn's answer: "slow death." I am reminded of a relevant insight expressed by Ernest Becker in The Denial of Death. He acknowledges that no one can deny physical death but there is another death which anyone can deny: the death which occurs when we become wholly preoccupied with fulfilling others' expectations of us. A slow death indeed. If you wish to achieve deep change in your life, and are now involved in an organization which can only tolerate incremental change (if any change at all), I urge you to find another organization.
Rating:
Summary: A passionate appeal for personal change
Review: Ghandi would be proud. This book if for all the bosses that rant and rave about how everyone else needs to change. The author of this book says that organizational change begins with the "man in the mirror," and that time is of the essence. The book is easy to read, lots of white space for you to spit or cry when the author leads you down one more set of reasons why we must all take up profound personal change at some time in our life. If not, he argues, we face a slow psychological death. The author also helps us recognize that we're really laughing at ourselves when we read Dilbert in the morning funnies. The author is a well-respected academic, which makes his message even more impressive (and he gives several examples of leading change in higher education). For those of you still yearning for the joys of graduate school, fear not, he doesn't miss the chance for some self-promotion of his prior research on organizational values. It adds some rigor to his ideas. Generation Xers are not likely to find this book very helpful, it reaches out much more effectively to those 40-somethings still searching for a singular formula for life and leadership. Each chapter ends with 1-2 pages of self-reflective questions. There are 2 or 3 gut grabbers, but by and large you'll still need to keep your therapy appointment to figure out how to use Quinn's ideas in your daily life. A wonderful by-product of reading this book is the chance to steal his wonderful quotes and pick up some new phrases (e.g., "getting lost with confidence"). He also describes several exercises that can be used (there's a great case study about a couple where only one person is a non-smoker) and he outlines an interesting leadership development program from the University of Michigan. Overall, this book requires little investment and really gets you thinking. If your life as a successful leader isn't helping you be all the you can be, then put this one in your shopping cart!
Rating:
Summary: A passionate appeal for personal change
Review: Ghandi would be proud. This book if for all the bosses that rant and rave about how everyone else needs to change. The author of this book says that organizational change begins with the "man in the mirror," and that time is of the essence.
The book is easy to read, lots of white space for you to spit or cry when the author leads you down one more set of reasons why we must all take up profound personal change at some time in our life. If not, he argues, we face a slow psychological death. The author also helps us recognize that we're really laughing at ourselves when we read Dilbert in the morning funnies.
The author is a well-respected academic, which makes his message even more impressive (and he gives several examples of leading change in higher education). For those of you still yearning for the joys of graduate school, fear not, he doesn't miss the chance for some self-promotion of his prior research on organizational values. It adds some rigor to his ideas.
Generation Xers are not likely to find this book very helpful, it reaches out much more effectively to those 40-somethings still searching for a singular formula for life and leadership. Each chapter ends with 1-2 pages of self-reflective questions. There are 2 or 3 gut grabbers, but by and large you'll still need to keep your therapy appointment to figure out how to use Quinn's ideas in your daily life.
A wonderful by-product of reading this book is the chance to steal his wonderful quotes and pick up some new phrases (e.g., "getting lost with confidence"). He also describes several exercises that can be used (there's a great case study about a couple where only one person is a non-smoker) and he outlines an interesting leadership development program from the University of Michigan.
Overall, this book requires little investment and really gets you thinking. If your life as a successful leader isn't helping you be all the you can be, then put this one in your shopping cart!
Rating:
Summary: Give me change or give me slow death!!
Review: I have sifted through many works of many authors; notably Senge's Fifth Discipline and Dance of Change, Covey's 7 Habits, and John Kotter's Leading Change; each providing valuable gifts in my own journey toward leadership of change in the healthcare organization I work in. As a physician, I am naturally a bit skeptical of 'managerial speak' and recognize how the professional culture of medicine recoils at the invasion of our professional language by 'corporate-speak.'
The profound challenges and dilemmas faced by the healthcare industry at this moment kept my nose in these books, searching, searching, searching for ways to bring clarity to the chaos of a once stable and rewarding profession.
As I took on a new post as "Director of Patient Safety" I found myself wading through even murkier waters than I had found within the context of my profession.
And then I came upon this book.
Stories, parables, myths: a language that transcends all 'cultures'. Ahhhhhhhhh, such a refreshing, concise, simple and brilliant work!
Simple yet far from easy.
There is nothing easy about this work.
To change what is "out there" I must look inward and face my own myths, dragons, fears, and shortcomings.
The only way to change the world is to change myself. I can already feel the change within myself. Remarkable, remarkable. I recommend it unconditionally to any and all that feel trapped, frustrated, or impeded in any way in their life's journey. Thank you Mr. Quinn.
Rating:
Summary: Explains Why.....
Review: I have wasted a ton of money on management books -- which are now gathering dust in the bookshelves. Most were written by academics who provide the most obvious answers to complex organizational issues. Robert Quinn -- while an academic -- never leaves my desk at work. In Deep Change, Becoming a Master Manager and Diagnosing and Changing Organizational Culture, Quinn shows a deep understanding of organizational life and the fact that systems do not transform without our own individual transformation. But, he doesn't stop there. His work provides concrete tools to guide your individual transformation and your company's culture. Outstanding work; pleasure to read! Thank you!
Rating:
Summary: Essential for Anyone Seeking To Become a Leader
Review: I have wasted a ton of money on management books -- which are now gathering dust in the bookshelves. Most were written by academics who provide the most obvious answers to complex organizational issues. Robert Quinn -- while an academic -- never leaves my desk at work. In Deep Change, Becoming a Master Manager and Diagnosing and Changing Organizational Culture, Quinn shows a deep understanding of organizational life and the fact that systems do not transform without our own individual transformation. But, he doesn't stop there. His work provides concrete tools to guide your individual transformation and your company's culture. Outstanding work; pleasure to read! Thank you!
Rating: 
Summary: Author is in Deep Powder
Review: In many ways, I agree with the authors observations of organizational life. I once thought like the author: change is hard, change is painful, change is hell. The author says that first you must experience great pain to call forth the courage to change. The only real change is deep change, and deep change is itself painful. You must take the Hero's Journey to become a transformational leader. When you undergo the deep change, you become aligned with your values and the world. You then make deep and transformational change in your organization, because it's the right thing to do, and your moral authority attracts others to join you. Sadly, most of the big names in Organizational Development think change is nearly impossible. Fortunately, I've come to appreciate that interpersonal and organizational change happens as a result of skill. It's not mystical or spiritual. It's a skill like skiing (but quite a bit more difficult). Most of Quinn's clients seem to ignore his advice (to do deep change). As a potential buyer of this book, do you think you will learn to love skiing and have a blast doing it, if the instructor thinks you have to first suffer greatly, then break your legs, before you can transform yourself into the being of a master skier? If you want to learn how to do change work, don't read business books. Read modern therapy and human potential books. When you understand the workings of the human mind and therapeutic change techniques, you understand how to change yourself and influence those around you. The more you practice the better you become. If you want to make skiing mystical, philisophical, and some painful right of passage, go for it. My preference is make if fun and a great ride. Good intentions, nice metaphors and stories, but off the mark for the reader who wants to do (without the pain).
Rating:
Summary: Author is in Deep Powder
Review: In many ways, I agree with the authors observations of organizational life. I once thought like the author: change is hard, change is painful, change is hell. The author says that first you must experience great pain to call forth the courage to change. The only real change is deep change, and deep change is itself painful. You must take the Hero's Journey to become a transformational leader. When you undergo the deep change, you become aligned with your values and the world. You then make deep and transformational change in your organization, because it's the right thing to do, and your moral authority attracts others to join you. Sadly, most of the big names in Organizational Development think change is nearly impossible. Fortunately, I've come to appreciate that interpersonal and organizational change happens as a result of skill. It's not mystical or spiritual. It's a skill like skiing (but quite a bit more difficult). Most of Quinn's clients seem to ignore his advice (to do deep change). As a potential buyer of this book, do you think you will learn to love skiing and have a blast doing it, if the instructor thinks you have to first suffer greatly, then break your legs, before you can transform yourself into the being of a master skier? If you want to learn how to do change work, don't read business books. Read modern therapy and human potential books. When you understand the workings of the human mind and therapeutic change techniques, you understand how to change yourself and influence those around you. The more you practice the better you become. If you want to make skiing mystical, philisophical, and some painful right of passage, go for it. My preference is make if fun and a great ride. Good intentions, nice metaphors and stories, but off the mark for the reader who wants to do (without the pain).
Rating:
Summary: Slow death or deep change...the only two choices?
Review: My job as an associate pastor in a large church has me coordinating a number of support groups. These groups include Divorce Recovery, Grief Support for Death of a Loved One, Alcohol and Drug Addictions, Weight Control, and more. I believe this book may hold some of the key to success in helping people move through change. I also believe that Robert Quinn is correct when he maintains that people and organization have but two main choices... 1. Slow death, or 2. Deep change Quinn maintains that today it is impossible to remain the same because everything around us is changing, and therefore we must change. Early in his book, on page 6, he says, "It is now widely recognized that to remain competitive in today's global enviroment organizations must frequently make deep change. What is not so widely recognized is that organizational members must also make deep change." He continues by saying, "...an organic organization is one that is responsive, acts quickly and in coordinated way, and can adjust and learn and grow." "...only organic individuals can create an organic organization."
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